How to Delegate a Project Work Package & be Confident it will be Done

Written by promotiondept

November 11, 2018

Delegating project work-packages is a force-multiplier. It is how you get your project done without having to be there to do it. Sure, on a large project, that’s how it works. But far too many project managers find it hard to hand out what they consider to be important tasks. What if they don’t do […]

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Delegating project work-packages is a force-multiplier. It is how you get your project done without having to be there to do it.

Sure, on a large project, that’s how it works. But far too y project agers find it hard to hand out what they consider to be important tasks.

  • What if they do it right?
  • I need to be in control of this
  • If I do it, people will wonder what I am doing.
  • I want to over-burden my team members
  • What if they keep bothering me with loads of questions?
  • Only one of those excuses is even remotely plausible…

    It’s the second. The rest is, fnkly, signs of insecurity or bad agement. Not only does delegation amplify your personal effectiveness, but it is also a powerful way to:

  • develop people
  • build motivation
  • show trust and
  • optimize your use of resources
  • With so y reasons to delegate a project task well, you should be doing it as much as possible. But that still leaves a lingering doubt in your mind. “How can you be sure it will be done and done right?”

    The Top Ten Secrets of Delegating with Confidence

    Let’s take a look at the ten tips to improve your project agement delegation if you want to do it effectively.
    1. Right Reasons
    Let’s face it, there are plenty of poor reasons to delegate:

  • to offload an unpleasant work package,
  • to punish a colleague with ext work,
  • to show favoritism with the plum roles, or
  • to lay off the risk of your own failure.
  • Good project agers, however, choose to delegate:

  • to open up opportunities
  • to develop people,
  • to enhance team efficiency, and
  • to show trust.
  • As with so much else, intention matters.

    2. Right Work

    Carey select the work package that you are going to delegate. Avoid choosing something that absolutely requires your attention, for example, because it is confidential. Nor should you delegate work that is so trivial as to be an insult.

    Delegate worthwhile work packages that provide an opportunity to:

  • demonstte real achievement,
  • learn something new, or
  • make significant progress in a worthwhile skill.
  • 3. Right Person

    Match the person to the task:

  • The right person can do the task well, yet can learn from the process.
  • They have some relevant skills and experience, but not all the knowl yet.
  • They must also have the time available to do a good job, and
  • They should ideally have the right strengths and interests to savour the job.
  • This is not just for their benefit. You will be able to have much more confidence that the right person will finish the work properly, than others whom you have not selected carey.

    4. Right Level

    Remember that work packages that you delegate are part of your project. Therefore, you remain accountable for them.

    So, to age the risk to you, to them, and to your organization, you need to delegate the right level of responsibility. This will depend on:

  • the amount of their experience,
  • the criticality, and difficulty of the task, and
  • the consequences of failure.
  • Delegate authority where you can, but reserve more right to check, review and intervene, as the risk level increases.

    5. Right Briefing

    A common fear with delegation is the constant interruptions when the person you delegated to needs more and more . Pre-empt this by taking the time to brief really well.

    “It would be quicker to do it myself” you might think. Yes, maybe it would… the ft time. Think of delegation (and the briefing part in particular) as an investment.

    For big work packages, consider dwing up a Work Package Description. This should contain:

  • Some background to provide context
  • The outcome you require, along with detailed specifications or quality measures
  • The deadline that they must meet
  • The level of authority you are gnting
  • You may also want to include

  • A work breakdown that specifies necessary steps or a detailed process
  • Any admin or reporting requirements
  • The budget and resources that go with the work package
  • 6. Right Commitments

    When you have briefed, check their understanding.

    If you get a yes, check that they believe they have everything they need (knowl, skills, and resources).

    If you get a yes, finally check “are you committed to getting this done, by this deadline?” Look them in the . Indeed, if you have dfted a Work Package Description, ask them to sign it.

    7. Right Monitoring

    The ultimate risk of every work package will always remain with you. So, for your sake as well as the, be sure to monitor their progress regularly.

    The frequency and depth of your monitoring will depend partly on your assessment of the risk, and partly on how they are progressing.

    8. Right Reviews

    When you monitor, the way you conduct a review will often determine the level and motivation and learning you leave in your wake.

    As a simple rule of thumb…

  • For poor perforce, find wrong and show how to do it right. Better still, start by asking them how they would do it next time. People learn more by figuring things out for themselves.
  • For good perforce, find what has worked and show how to make it a habit. Use the “what one thing that will make the most difference?” formula for recommending perforce improvement.
  • 9. Right Reds

    If I do something for you, I deserve a red. My own success and feelings of improving skill-level will be a part of that, but the three things you can offer that will enhance my feelings of red are:

  • recognition – to show that you are ae of my achievement,
  • pise – a simple compliment goes a long way, and
  • respect – by gnting me a little more influence over the work I do and how I do it.
  • 10. Right Feedback

    To really grow individual capabilities and organizational strength, make time to help them reflect on their work. The most important feedback is that which they genete for themselves.

    Help them to dw positive, constructive lessons from the experience. Not just what went wrong and how to fix it. But, crucially, what went right and how to institutionalize and enhance it.


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    Happiness is for those who plan well and pursue. A profound among us have been proven those who have true dream to live for likely REALIZED IT. It is just simply the person working toward the DREAM days and night until accomplishment. There is a phrase of efficiency a head of you. Steps and obstacles at first seem tremendous. However, just with some times those difficult steps and challenges are so easy performance for you. There are also plenty of tools including VISUALIZATIONS and helps are around you.

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